ESG related data
The environmental, social and governance data covers Coca-Cola Bottlers Japan Holdings Group as of December 31, 2024.
* CCBJI refers to Coca-Cola Bottlers Japan Inc.
★：Covered by thrd-party assurance(Link to Third-party assurance)
* In line with the set by our company, some items where numerical values were revised due to definition changes have been revised retroactively.
Environment
| 2022 | 2023 | 2024 | |||
|---|---|---|---|---|---|
| Intensity of product | |||||
| Water used per 1L of product | 3.25L/L | 3.20L/L | 3.09L/L | ||
| Energy used per 1L of product※1 | 0.87MJ/L | 0.86MJ/L | 0.84MJ/L | ||
| Water use / Replenishment | |||||
| Water use volume | |||||
| Ground water | 7,864 thousand m³ | 8,228 thousand m³ | 8,244 thousand m³ | ||
| Tap water | 5,423 thousand m³ | 5,137 thousand m³ | 5,007 thousand m³ | ||
| Total | 13,287 thousand m³ | 13,365 thousand m³ | 13,250 thousand m³ ★ | ||
| Wastewater volume ※2 | |||||
| Rivers | 5,259 thousand m³ | 5,203 thousand m³ | 4,956 thousand m³ | ||
| Sewage | 3,640 thousand m³ | 3,700 thousand m³ | 3,668 thousand m³ | ||
| Total | 8,900 thousand m³ | 8,903 thousand m³ | 8,623 thousand m³ ★ | ||
| Number of plants concluded water resource conservation agreements with partners (Out of the company's total 17 plants) | 17 plants | 17 plants | 17 plants | ||
| Number of plants engaged in water resource conservation activities with partners (Out of the company's total 17 plants) | 17 plants | 17 plants | 17 plants | ||
| Replenishment area | 8,136ha | 8,135ha | 8,224ha | ||
| Replenishment rate | 420% | 411% | 396% | ||
| Production sites in areas with high water assessed by WRI Aqueduct※3 ※4 | None | None | None | ||
| Energy use ※5 | |||||
| Manufacturing | |||||
| Electricity | 322,219 thousand kWh | 326,716 thousand kWh | 362,393 thousand kWh | ||
| City gas | 46,306 thousand m³ | 46,968 thousand m³ | 47,458 thousand m³ | ||
| Liquefied natural gas (LNG) | 9,933t | 9,904t | 9,365t | ||
| Fuel oil | 1,091KL | 1,100KL | 1,056KL | ||
| Logistics | |||||
| Gasoline | 5,782KL | 5,990KL | 6,389KL | ||
| Diesel | 49,856KL | 48,077KL | 49,534KL | ||
| Liquefied petroleum gas (LPG) | 720t | 813t | 831t | ||
| Offices | |||||
| Electricity | 68,766 thousand kWh | 66,990 thousand kWh | 65,314 thousand kWh | ||
| City gas | 105 thousand m³ | 113 thousand m³ | 102 thousand m³ | ||
| Liquefied petroleum gas (LPG) | 99t | 96t | 94t | ||
| Kerosene | 16KL | 15KL | 17KL | ||
| Sales (Cold & hot drink equiptments) | Electricity | 895,240 thousand kWh | 849,989 thousand kWh | 787,413 thousand kWh | |
| Total energy use ※6 | |||||
| Manufacturing | 3,819,509GJ | 3,864,880GJ | 3,643,878GJ ★ | ||
| Logistics | 2,116,992GJ | 2,103,054GJ | 2,168,880GJ ★ | ||
| Offices | 257,887GJ | 251,585GJ | 244,530GJ ★ | ||
| Sales (Cold & hot drink equiptments) | 3,222,866GJ | 3,059,960GJ | 2,834,686GJ ★ | ||
| Greenhouse gas emissions ※5 | |||||
| Manufacturing | 270 thousand t-CO₂e | 277 thousand t-CO₂e | 267 thousand t-CO₂e ★ | ||
| Logistics | 144 thousand t-CO₂e | 144 thousand t-CO₂e | 149 thousand t-CO₂e ★ | ||
| Offices | 32 thousand t-CO₂e | 31 thousand t-CO₂e | 29 thousand t-CO₂e ★ | ||
| Sales (Cold & hot drink equiptments) | 389 thousand t-CO₂e | 372 thousand t-CO₂e | 333 thousand t-CO₂e ★ | ||
| Renewable energy | |||||
| Renewable energy use | 2,120 thousand kWh | 2,109 thousand kWh | 2,137 thousand kWh | ||
| Procurement | |||||
| Raw materials such as sweeteners, coffee beans, tea leaves, milk, etc. | 355 thousand t | 362 thousand t | 350 thousand t | ||
| Packaging of PET bottles, cans, cardboard, etc. | 300 thousand t | 306 thousand t | 310 thousand t | ||
| Manufacturing waste | |||||
| Total amount of manufacturing waste | 105,701t | 104,952t | 108,244t | ||
| Recycled amount of manufacturing waste | 104,093t | 104,477t | 106,421t | ||
| Recycling rate of waste from plants | 98.5% | 99.5% | 98.0% | ||
| Recycling rate of coffee grounds constitute the bulk of our generated waste materials | 100% | 100% | 100% | ||
| Recycling rate of tea leaves constitute the bulk of our generated waste materials | 100% | 100% | 98.3% | ||
| Cold drink equiptments | |||||
| Energy-efficient type vending machines | 550,096 machines | 560,496 machines | 547,762 machines | ||
| CFC-free vending machine ratio | 84.0% | 86.9% | 89.2% | ||
| Vending machines recycled | 41,587 machines | 43,672 machines | 46,554 machines | ||
| Resource recycling | |||||
| Containers collected by our company | Steel cans | 9,732t | 13,643t | 9,894t | |
| Aluminum cans | 11,997t | 14,581t | 11,496t | ||
| Glass bottles | 2,296t | 3,548t | 3,428t | ||
| PET bottles | 33,308t | 36,304t | 41,666t | ||
| Plastic | 4,354t | 4,745t | 4,761t | ||
| Paper, cardboard, etc. | 25,582t | 26,314t | 25,771t | ||
| Industrial plastic waste | CCBJI | 42,630t | 41,760t | 44,444t | |
| FV Japan | 1,219t | 1,186t | 236t | ||
| Quality assurance | |||||
| Disclosure GMO policy/Labeling of products with GMO ingredients ※7 | No applicable | No applicable | No applicable | ||
| GMO Revenues | No applicables | No applicables | No applicables | ||
※1 The CCBJH Group uses the Coca-Cola system’s global thermal conversion factors for calculations.
※2 As a result of a careful review of the calculation process in previous years, the total results of the plant wastewater discharge, including rivers in 2023, were revised to May 2025.
※3 WRI : World Resources Institute
※4 Aqueduct : A global tool for water risk assessment developed by WRI. It is used to assess water risks of the area in which the plant is located from the perspectives of the amount of water, its quality, regulations, and reputation. The water risk area is assessed on a scale of 1 to 5, from low to extremely high, based on location information.
※5 Accounting process is here.
※6 Effective from the 2023 results, the calorific value conversion factor for electric energy use has been changed from a factor of 9.97 MJ/kWh based on the Energy Conservation Law to a physical value of 3.6 MJ/kWh. estimation based on the purpose and the number of employees for 15 out of 359 business locations. This was due to reasons such as being unable to obtain an accurate measurement of electricity use at leased office locations.
※7 The Coca-Cola Company's principle related to GMO（23）
https://www.coca-colacompany.com/policies-and-practices/principles-for-sustainable-agriculture
Social
| 2022 | 2023 | 2024 | |||
|---|---|---|---|---|---|
| Employee | |||||
| Number of employees※1 | 14,484 | 14,010 | 14,084 | ||
| Average length of service | Male | 19.0 | 19.5 | 19.7 | |
| Female | 14.6 | 15.3 | 15.4 | ||
| All | 18.4 | 19.0 | 19.2 | ||
| New entry-level hires (College graduates) | Male | 68 | 83 | 108 | |
| Female | 54 | 34 | 48 | ||
| Ratio of New graduates hired (College graduates) | Male | 55.7％ | 70.9％ | 69.2％ | |
| Female | 44.3％ | 29.1％ | 30.8％ | ||
| Female employees (as % of total workforce) ※2 | 18.6% | 18.3% | 18.3% ★ | ||
| Females in all management positions, including junior, middle and senior management (as % of total management workforce)※3 | 6.6% | 7.4% | 9.2% ★ | ||
| Females in junior management positions, i.e. first level of management (as % of total junior management positions) | 7.0% | 7.6% | 9.6% | ||
| Females in management and leader positions | 10.0% | 10.4% | 11.3% | ||
| Females in top management positions, i.e. maximum two levels away from the CEO or comparable positions (as a % of total top management positions) | 33.3% | 33.3% | 44.4% | ||
| Female in executives including director | 36.4% | 36.4% | 45.5% | ||
| Females in management positions in revenue-generating functions (e.g. sales) as a % of all such managers (i.e. excluding support functions such as HR, IT, Legal, etc.) | 5.2% | 5.5% | 4.2% | ||
| Gender Wage Gap | 71.7% | 73.1% | 75.7% | ||
| Retention rate of all employees | 94.2% | 94.1% | 96.0% | ||
| Total employee turnover rate | 6.3% | 6.9% | 4.9% | ||
| Voluntary employee turnover rate | 5.1% | 5.5% | 4.0% | ||
| Number of employee turnover | 948 | 987 | 687 | ||
| Employees covered by an independent trade union or collective bargaining agreements (as % of total workforce) | 100% | 100% | 100% | ||
| Engagement rate based on employee survey | Male | 66.5% | 70.6% | 73.5% | |
| Female | 71.8% | 74.4% | 78.9% | ||
| All | 66.8% | 70.7% | 73.7% | ||
| Data coverage of employee engagement survey | 85% | 94% | 100% | ||
| Average overtime working hours per month (CCBJI) | 13.2h | 13.3h | 14.0h | ||
| Number of employees promoted from non-permanent to permanent | 9 | 5 | 21 | ||
| Number of employees transferred positions through internal job posting | 20 | 24 | 49 | ||
| Occupational Safety | |||||
| Lost time injury frequency rate (LTIFR) ※4 | 1.13 | 1.11 | 1.30 ★ | ||
| Lost time injury frequency rate of contractors (LTIFR) ※5 | 0.38 | 0.76 | 0.47 | ||
| Total incident rate (TIR)※6 | 0.51 | 0.46 | 0.50 | ||
| Lost time incident rate (LTIR) ※7 | 0.23 | 0.22 | 0.26 | ||
| Number of employee fatal accidents caused by occupational accidents | 0 | 2 | 0 | ||
| Number of occupational accidents due to traffic accidents | 28 | 20 | 21 | ||
| Number of occupational accidents due to falls | 30 | 25 | 25 | ||
| Training/Program | |||||
| Number of participants in personnel trainings and education programs sponsored by the company | 49,150 | 180,984 | 200,294 | ||
| Average hours per FTE of training and development | 10.8h | 15.8h | 22.9h | ||
| Average expense per FTE of training and development ※8 | 74,442 JPY | 85,050 JPY | 82,232 JPY | ||
| Number of human rights awareness & promotion programs | 18 | 35 | 32 | ||
| Employee Diversity | |||||
| Rate of Employment of persons with disabilities※9 | 2.48% | 2.42% | 2.59% | ||
| Rate of Employees (Age) | <30 yrs old | 11.6% | 11.5% | 12.4% | |
| 30-49 yrs old | 62.3% | 58.5% | 53.7% | ||
| ≧50 yrs old | 26.1% | 30.0% | 34.0% | ||
| Rate of Employment of persons with non-Japanese nationality (Rate of all managers with non-Japanese nationality) | China | 0.13%(0.30%) | 0.14%（0.31%） | 0.14%（0.41%） | |
| Australia | 0.03%（0.18%） | 0.03%（0.18%） | 0.04%（0.23%） | ||
| U.S. | 0.03%（0.18%） | 0.03%（0.18%） | 0.06%（0.12%） | ||
| Philippines | 0.01%（0.12%） | 0.04%（0.12%） | 0.06%（0.12%） | ||
| Others | 0.29%（1.32%） | 0.31%（1.48%） | 0.40%（1.98%） | ||
| Community Program | |||||
| Number of plants available for plant tours ※10 | 6 | 6 | 6 | ||
| Number of hydration seminars | 12 | 8 | 8 | ||
| Number of drink education seminars | 17 | 7 | 6 | ||
| Number of other seminars | 9 | 3 | 11 | ||
| Number of community collaboration programs | 4 | 3 | 4 | ||
| Number of community program participants | Number of plant tour visitors ※11 | 4,307 | 43,019 | 72,089 | |
| Number of hydration seminar participants | 1,712 | 1,248 | 281 | ||
| Number of drink education seminar participants | 2,147 | 418 | 251 | ||
| Number of other seminar participants | 4,150 | 2,949 | 1,898 | ||
| Number of community collaboration program participants | 1,022 | 1,035 | 1,640 | ||
| Number of Learn from the forest project participants | 342 | 521 | 584 | ||
| Number of program participants - rugby and hockey clinics/classes by corporate sports teams | 5,220 | 3,034 | 5,404 | ||
| Total | 18,900 | 52,234 | 82,111 | ||
| Corporate Citizenship/Philanthropic Program | |||||
| Cash contributions ※12 | 107,478,000 JPY | 105,721,158 JPY | 128,231,522 JPY | ||
| Time of employee volunteering during paid working hours (The amount equivalent in currency) | 1,276,000 JPY | 1,353,000 JPY | 4,130,000 JPY | ||
| In-kind giving of product or services donations, projects/partnerships or similar (The amount equivalent in currency) | 150,056,000 JPY | 145,782,000 JPY | 144,209,160 JPY | ||
| Management overheads | 726,222,000 JPY | 592,637,000 JPY | 684,225,000 JPY | ||
| Number of employee volunteer participants | 3,579 | 3,438 | 3,495 | ||
| Occupational Health & Well-being | |||||
| Employees making use of flexible working hours | Number | 9,409 | 10,000 | 9,706 | |
| Implementation rate | 100% | 100% | 100% | ||
| Employees making use of working from home arrangements | Number | 2,439 | 2,711 | 2,605 | |
| Implementation rate | 98% | 97% | 95% | ||
| Number of employees making use of childcare leave program | Female | 138 | 125 | 118 | |
| Male | 30 | 57 | 60 | ||
| Ratio of male employees taking childcare leave ※13 | Male | 67.5% | 83.3% | 103.8% | |
| Return rate of employees used childcare leave | 100% | 98% | 100% | ||
| Number of employees used long service leave | 2,027 | 1,407 | 1,112 | ||
| CCBJI and Supplier Risk Management | |||||
| Number of plants audited in CCBJI plants (third-party audit) | 11 | 14 | 11 | ||
| Number of suppliers with supplier plant audits (third-party audits) | 75 | 47 | 34 | ||
| Number of suppliers assessed for the Supplier Principles and Human Rights Policy (third-party audit) | 114 | 73 | 73 | ||
| Number of suppliers identified as high risk in assessment under Supplier Guiding Principles and Human Rights Policy | 0 | 0 | 0 | ||
| Compliance with Supplier Guiding Principles and Human Rights Policy (policy explanation, audit situation, response to noncompliance) |
100% | 100% | 100% | ||
※1 The number includes employees at all levels, except partner employees, part-time employees, executives, and temporary employees. There are 16,972 employees including the average number of temporary workers.
※2 Female employees (% of total workforce as of December 31, 2024) includes exectives, partner employees and part-time employees. Female accounted for 13.0% of permanent employees (as of December 31, 2024).
※3 Managers refer to employees in the top five (excluding executives) of nine grades determined by organizational and job roles and responsibilities.
※4 Number of lost-time incidents ÷ total number of working hours x 1,000,000 targeting permanent/non-permanent employees of the CCBJH Group
※5 Number of lost-time incidents ÷ total number of working hours x 1,000,000 targeting subcontractors of the CCBJH Group (vendors outside the system, contractors, visitors)
※6 Number of incidents ÷ total number of working hours x 200,000 targeting permanent/non-permanent employees of the CCBJH Group
※7 Number of lost-time incidents ÷ total number of working hours x 200,000 targeting permanent/non-permanent employees of the CCBJH Group
※8 Training and capability development cost includes consulting fees, etc.(2022-2024)
※9 The figure is in the "Employment Report for Persons with Disabilities" (June 1, 2024) submitted to the Director of Public Employment Security Office.
※10 Plant tours are suspended (from February, 2020 to November, 2022), partly resumed (December, 2022)
※11 Online plant tour participants are included (from June, 2021)
※12 Contribution as the Coca-Cola system partly included
※13 The ratio of male employees taking childcare leave is calculated according to the method stipulated in Article 71-4, Item 2 of the Ordinance for Enforcement of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (Ordinance of the Ministry of Labour No. 25 of 1991), based on the provisions of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (Act No. 76 of 1991).
Governance
| 2022 | 2023 | 2024 | |||
|---|---|---|---|---|---|
| Independence of Board of Directors ※ | |||||
| Number of Internal Directors | Male | 2 | 2 | 2 | |
| Female | 0 | 0 | 0 | ||
| Total | 2 | 2 | 2 | ||
| Number of Outside Directors (Of which, Independent Directors) | Male | 4 (3) | 4 (3) | 3 (1) | |
| Female | 3 (2) | 3 (2) | 4 (3) | ||
| Total | 7 (5) | 7 (5) | 7 (4) | ||
| Ratio of Independent Directors | 56% | 56% | 44% | ||
| Number of Board of Directors meetings held | 7 | 8 | 6 | ||
| Term of Office (Year) | 1 | 1 | 1 | ||
| Audit & Supervisory Committee ※ | |||||
| Number of Internal Director serving as Audit & Supervisory Committee members | Male | 0 | 0 | 0 | |
| Female | 0 | 0 | 0 | ||
| Total | 0 | 0 | 0 | ||
| Number of Outside Directors serving as Audit & Supervisory Committee members (Of which, Independent Directors) | Male | 2 (1) | 2 (1) | 3 (2) | |
| Female | 2 (1) | 2 (1) | 1 (0) | ||
| Total | 4 (2) | 4 (2) | 4 (2) | ||
| Ratio of Outside Directors in Audit & Supervisory Committee | 100% | 100% | 100% | ||
| Number of Audit & Supervisory Committee meetings held | 5 | 5 | 5 | ||
| Term of Office (Year) | 2 | 2 | 2 | ||
| Directors' Compensation | |||||
| Total amount of compensation, etc. (Million yen) | Directors (Of which, paid to outside directors) |
1,013 (43) |
1,076 (44) |
1,112 (49) |
|
| Directors (Audit & Supervisory Committee members) (Of which, paid to outside directors) |
72 (72) |
71 (71) |
72 (72) |
||
| Total (Of which, paid to outside directors) |
1,085 (115) |
1,147 (115) |
1,183 (121) |
||
| Main Investor Relations activities | |||||
| Earnings Presentation | 4 times | 4 times | 4 times | ||
| IR meetings with analysts and institutional investors | Appx. 250 times, appx. 390 people in total | Appx. 310 times, appx. 520 people in total | Appx. 310 times, appx. 680 people in total | ||
| Participation in conferences (Domestic/Overseas) | 6 times | 5 times | 7 times | ||
| Other IR briefings | 4 times | 4 times | 3 times | ||
| Corporate Governance | |||||
| Specific shareholding requirement rules for CEO and other executive officers | None | None | None | ||
| Ethics and Compliance | |||||
| Critical violations of the Code of Business Conduct and Ethics | None | None | None | ||
| Payment of critical environment or ecological fines or penalties over the past four years | None | None | None | ||
| Political contributions/Donations or spending for lobbyists/lobbyist organizations | None | None | None | ||
| Animal testing | None in our core business | None in our core business | None in our core business | ||
※ The figures in the annual securities report of each fiscal year